動態(tài)能力、創(chuàng)新氛圍、知識分享對創(chuàng)新行為的跨層次效應研究
發(fā)布時間：2018-08-21 09:13
【摘要】：為推動我國經(jīng)濟結(jié)構(gòu)調(diào)整、打造經(jīng)濟發(fā)展新引擎,如何驅(qū)動企業(yè)創(chuàng)新、激發(fā)員工創(chuàng)新行為、提升創(chuàng)新效率成為學界和商界的關(guān)注點。面對紛繁復雜的影響因素,創(chuàng)新在很多時候還是概念模型。企業(yè)關(guān)注的往往是創(chuàng)新績效,但是創(chuàng)新績效是研發(fā)人員創(chuàng)新行為的產(chǎn)出,由于個體特質(zhì)、團隊創(chuàng)新氛圍、組織動態(tài)能力的差異性,研發(fā)個體之間或者同一研發(fā)人員在不同項目團隊、不同組織中表現(xiàn)出的創(chuàng)新欲望和行為不同,因此,關(guān)注員工創(chuàng)新行為的觸發(fā)因子是企業(yè)依據(jù)創(chuàng)新績效進行創(chuàng)新投入的關(guān)鍵前提。本研究構(gòu)建個體、團隊和組織的跨層次模型,探究如何觸發(fā)研發(fā)人員的創(chuàng)新行為,為我國走創(chuàng)新驅(qū)動發(fā)展道路提供參考模型�；诒疚牡难芯磕康暮捅尘�,梳理了國內(nèi)外相關(guān)領(lǐng)域的研究,探究了組織動態(tài)能力、團隊創(chuàng)新氛圍、員工知識分享以及員工創(chuàng)新行為的影響因素,根據(jù)前人的研究成果,將組織動態(tài)能力劃分為機會感知、機會抓取和資源重構(gòu)三個維度;將團隊創(chuàng)新氛圍劃分為參與安全、創(chuàng)新支持和任務導向三個維度;將知識分享劃分為分享意愿和分享行為兩個維度;將員工創(chuàng)新行為劃分為構(gòu)想產(chǎn)生、構(gòu)想推廣和構(gòu)想實現(xiàn)三個階段。在文獻述評和社會交換、多層次等理論基礎上,構(gòu)建了三層線性理論模型,提出了研究假設。通過選取高新技術(shù)企業(yè)的研發(fā)人員為研究對象,采用問卷調(diào)研和HLM軟件實證分析檢驗了理論模型和研究假設。核心內(nèi)容和研究結(jié)果如下:(1)不考慮其他層次影響的情況下,采用多層線性模型(Hierarchical Linear Model,HLM)在單一層面對員工創(chuàng)新行為的影響因子做優(yōu)勢效應分析,探尋各層次對員工創(chuàng)新行為起主導作用的維度。結(jié)果顯示:對于個體層,知識分享行為對員工創(chuàng)新行為有顯著正向影響,分享意愿對員工創(chuàng)新行為影響不顯著;對于團隊層,參與安全和創(chuàng)新支持對員工創(chuàng)新行為有顯著正向影響,任務導向?qū)T工創(chuàng)新行為有顯著負向影響,其中創(chuàng)新支持維度占主導地位;對于組織層來說,機會感知對員工創(chuàng)新行為具有顯著負向影響,機會抓取對于員工創(chuàng)新行為具有顯著正向影響,資源重構(gòu)對員工創(chuàng)新行為影響不顯著,其中機會抓取維度占主導地位。(2)考慮兩層存在交互影響的情況下,探尋兩個層次的交互作用對員工創(chuàng)新行為的影響。采用HLM進行跨層次交互效應分析,結(jié)果顯示:1)在團隊層對個體層的交互作用下,分享意愿對員工創(chuàng)新行為的影響由不顯著變?yōu)轱@著負向影響,參與安全、創(chuàng)新支持和任務導向?qū)Ψ窒硪庠傅慕换バ謩e為競爭-互補式、競爭-替代式以及協(xié)同-替代式;參與安全、創(chuàng)新支持對分享行為的交互效應均為協(xié)同-替代式,任務導向?qū)Ψ窒硪庠傅慕换バ獮楦偁?替代式。2)在組織層對個體層的交互作用下,資源重構(gòu)對員工創(chuàng)新行為的影響由不顯著變?yōu)轱@著正向影響,分享意愿對員工創(chuàng)新行為的影響由不顯著變?yōu)轱@著負向影響,機會感知、機會抓取和資源重構(gòu)對分享意愿的交互效應分別為協(xié)同-互補式、競爭-替代式以及競爭-互補式;機會感知對分享行為的交互效應不顯著,機會抓取和資源重構(gòu)對分享意愿的交互效應分別為協(xié)同-替代式、協(xié)同-互補式。3)在組織層對團隊層的交互作用下,資源重構(gòu)維度依舊不顯著,機會感知和機會抓取對參與安全的交互效應分別為競爭-互補式、協(xié)同-替代式;機會感知對創(chuàng)新支持的交互效應不顯著,機會抓取對創(chuàng)新支持的交互效應為協(xié)同-替代式;機會感知和機會抓取對任務導向的交互效應分別為協(xié)同-互補式、競爭-替代式。(3)考慮三層共同作用下,整個嵌套模型中三層次直接作用于員工創(chuàng)新行為的總效應。采用HLM進行跨層次效應分析,結(jié)果顯示:組織層面,機會感知對員工創(chuàng)新行為有非常顯著的負向影響,機會抓取有非常顯著的正向影響,資源重構(gòu)對員工創(chuàng)新行為的影響不顯著;團隊層面,參與安全和創(chuàng)新支持對員工創(chuàng)新行為有顯著正向影響,任務導向有顯著負向影響;個體層面,分享意愿對員工創(chuàng)新行為的影響不顯著,分享行為有顯著正向影響。總體來說,沿著“動機—行為—結(jié)果”的邏輯思路,基于“個體—團隊—組織”的嵌套關(guān)系,分別從單層、兩層和三層的視角,采用HLM模型對高新技術(shù)企業(yè)研發(fā)人員創(chuàng)新行為效應進行了實證分析。構(gòu)建的理論模型在一定程度上打開了觸發(fā)員工創(chuàng)新行為的黑箱,實證結(jié)果為企業(yè)驅(qū)動創(chuàng)新提供了政策建議和決策參考。
[Abstract]:In order to promote China's economic restructuring and create a new engine for economic development, how to drive enterprise innovation, stimulate employee innovation behavior, and enhance innovation efficiency has become the focus of academic and business circles. The output of innovative behavior is different among R&D individuals or the same R&D personnel in different project teams and different organizations because of the differences of individual characteristics, team innovative atmosphere and organizational dynamic ability. Therefore, the trigger factor of concern about employee innovative behavior is that enterprises carry out innovative performance. This study constructs a cross-level model of individual, team and organization, explores how to trigger R&D personnel's innovation behavior, and provides a reference model for China's innovation-driven development. According to previous research results, organizational dynamic capability is divided into three dimensions: opportunity perception, opportunity capture and resource reconstruction; team innovation climate is divided into three dimensions: participation security, innovation support and task orientation; knowledge sharing is divided into sharing intention. This paper divides employees'innovative behavior into three stages: conception generation, conception promotion and conception realization. On the basis of literature review and social exchange, multi-level theory, a three-layer linear theoretical model is constructed and research hypothesis is put forward. Research and empirical analysis of HLM software test the theoretical model and research hypothesis. The core content and research results are as follows: (1) Without considering the impact of other levels, the use of Hierarchical Linear Model (HLM) in a single level of the impact of factors on employee innovation behavior to do advantage effect analysis, to explore the various levels of employee creation. The results show that: for individual level, knowledge sharing behavior has a significant positive impact on employee innovation behavior, while sharing intention has no significant impact on employee innovation behavior; for team level, participation safety and innovation support have a significant positive impact on employee innovation behavior, and task orientation has a significant impact on employee innovation behavior. For the organizational level, opportunity perception has a significant negative impact on employee innovation behavior, opportunity seizure has a significant positive impact on employee innovation behavior, and resource reconstruction has no significant impact on employee innovation behavior, in which opportunity seizure is the dominant dimension. The results show that: (1) Under the interaction of team level and individual level, the influence of willingness to share on employee innovation behavior changes from insignificant to significant negative, participation safety, innovation. The interaction effects of support and task orientation on shared intention are competition-complementary, competition-substitution and synergy-substitution respectively; the interaction effects of participation security and innovation support on shared behavior are synergistic-substitution, and the interaction effects of task orientation on shared intention are competition-substitution. The impact of resource reconfiguration on employee's innovative behavior changes from insignificant to significant positive. The impact of sharing intention on employee's innovative behavior changes from insignificant to significant negative. The interaction effects of opportunity perception, opportunity capture and resource reconfiguration on employee's innovative behavior are synergistic-complementary, competitive-substitutive and competitive-complementary respectively. Opportunity perception has no significant interaction effect on sharing behavior. The interaction effects of opportunity grasping and resource reconfiguration on sharing intention are synergistic-substitutive and synergistic-complementary respectively. 3) Under the interaction of organizational layer and team layer, the dimension of resource reconfiguration is still not significant, and the interaction effects of opportunity perception and resource reconfiguration on participation security are respectively. Competition-complementarity, collaboration-substitution; opportunity perception has no significant interaction effect on innovation support; opportunity grasp has cooperative-substitution interaction effect on innovation support; opportunity perception and opportunity grasp have cooperative-complementary interaction effect on task-oriented, and competition-substitution interaction effect on task-oriented, respectively. (3) Considering the three-tier interaction, the nested model is complete. The results show that: at the organizational level, opportunity perception has a very significant negative impact on employee innovation behavior, opportunity seizure has a very significant positive impact, and resource restructuring has no significant impact on employee innovation behavior; Safety and innovation support have a significant positive impact on employees'innovation behavior, while task orientation has a significant negative impact; at the individual level, sharing intention has no significant impact on employees' innovation behavior, and sharing behavior has a significant positive impact. In this paper, we use HLM model to analyze the effect of R&D personnel's innovation behavior in high-tech enterprises from the perspectives of single-layer, two-layer and three-layer respectively.
【學位授予單位】：電子科技大學
【學位級別】：博士
【學位授予年份】：2016
【分類號】：F272.92;F273.1
[Abstract]:In order to promote China's economic restructuring and create a new engine for economic development, how to drive enterprise innovation, stimulate employee innovation behavior, and enhance innovation efficiency has become the focus of academic and business circles. The output of innovative behavior is different among R&D individuals or the same R&D personnel in different project teams and different organizations because of the differences of individual characteristics, team innovative atmosphere and organizational dynamic ability. Therefore, the trigger factor of concern about employee innovative behavior is that enterprises carry out innovative performance. This study constructs a cross-level model of individual, team and organization, explores how to trigger R&D personnel's innovation behavior, and provides a reference model for China's innovation-driven development. According to previous research results, organizational dynamic capability is divided into three dimensions: opportunity perception, opportunity capture and resource reconstruction; team innovation climate is divided into three dimensions: participation security, innovation support and task orientation; knowledge sharing is divided into sharing intention. This paper divides employees'innovative behavior into three stages: conception generation, conception promotion and conception realization. On the basis of literature review and social exchange, multi-level theory, a three-layer linear theoretical model is constructed and research hypothesis is put forward. Research and empirical analysis of HLM software test the theoretical model and research hypothesis. The core content and research results are as follows: (1) Without considering the impact of other levels, the use of Hierarchical Linear Model (HLM) in a single level of the impact of factors on employee innovation behavior to do advantage effect analysis, to explore the various levels of employee creation. The results show that: for individual level, knowledge sharing behavior has a significant positive impact on employee innovation behavior, while sharing intention has no significant impact on employee innovation behavior; for team level, participation safety and innovation support have a significant positive impact on employee innovation behavior, and task orientation has a significant impact on employee innovation behavior. For the organizational level, opportunity perception has a significant negative impact on employee innovation behavior, opportunity seizure has a significant positive impact on employee innovation behavior, and resource reconstruction has no significant impact on employee innovation behavior, in which opportunity seizure is the dominant dimension. The results show that: (1) Under the interaction of team level and individual level, the influence of willingness to share on employee innovation behavior changes from insignificant to significant negative, participation safety, innovation. The interaction effects of support and task orientation on shared intention are competition-complementary, competition-substitution and synergy-substitution respectively; the interaction effects of participation security and innovation support on shared behavior are synergistic-substitution, and the interaction effects of task orientation on shared intention are competition-substitution. The impact of resource reconfiguration on employee's innovative behavior changes from insignificant to significant positive. The impact of sharing intention on employee's innovative behavior changes from insignificant to significant negative. The interaction effects of opportunity perception, opportunity capture and resource reconfiguration on employee's innovative behavior are synergistic-complementary, competitive-substitutive and competitive-complementary respectively. Opportunity perception has no significant interaction effect on sharing behavior. The interaction effects of opportunity grasping and resource reconfiguration on sharing intention are synergistic-substitutive and synergistic-complementary respectively. 3) Under the interaction of organizational layer and team layer, the dimension of resource reconfiguration is still not significant, and the interaction effects of opportunity perception and resource reconfiguration on participation security are respectively. Competition-complementarity, collaboration-substitution; opportunity perception has no significant interaction effect on innovation support; opportunity grasp has cooperative-substitution interaction effect on innovation support; opportunity perception and opportunity grasp have cooperative-complementary interaction effect on task-oriented, and competition-substitution interaction effect on task-oriented, respectively. (3) Considering the three-tier interaction, the nested model is complete. The results show that: at the organizational level, opportunity perception has a very significant negative impact on employee innovation behavior, opportunity seizure has a very significant positive impact, and resource restructuring has no significant impact on employee innovation behavior; Safety and innovation support have a significant positive impact on employees'innovation behavior, while task orientation has a significant negative impact; at the individual level, sharing intention has no significant impact on employees' innovation behavior, and sharing behavior has a significant positive impact. In this paper, we use HLM model to analyze the effect of R&D personnel's innovation behavior in high-tech enterprises from the perspectives of single-layer, two-layer and three-layer respectively.
【學位授予單位】：電子科技大學
【學位級別】：博士
【學位授予年份】：2016
【分類號】：F272.92;F273.1
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本文編號：2195250
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